lec #2 pm life cycle

8/3/2019 Lec #2 PM Life Cycle

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PROJECT MANAGEMENTHM-401

Lec # 2

Project Management Life Cycle


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Project Manager V/s Leader Manager is a thinker while a leader thinks, do, lead and expand

his/her mind and attributes to assume responsibilities The manager administers; the leader innovates

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.

The manager focuses on systems and structure; the leader focuseson people.

The managers have subordinates while Leaders do not havesubordinates

The manager has a short-range view; the leader has a long-rangeperspective.

The manager asks how and when; the leader asks what and why.

The manager imitates; the leader originates.


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Project Manager V/s Leader Cont..

The manager has his or her eye always on the bottom line; theleaders eye is on the horizon

The manager accepts the status quo; the leader challenges it.

The manager is the classic good soldier; the leader is his or her own

person. The manager does things right; the leader does the right thing.

The manager plans and budgets; the leader creates vision andstrategy [direction]

The manager is generally directing and controlling; the leader allowsroom for others to grow, and change him/her in the process[alignment]

The manager creates boundaries; the leader reduces them[alignment]


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Project Manager V/s Leader Cont.. The managers relationship with people is based on position power;

the leaders relationship and influence is based on personal power[relationships]

The manager acts as boss; the leader acts as coach, facilitator, andservant [relationships]

The manager exhibits and focuses on (a) emotional distance, (b)expert mind, (c) talking, (d) conformity, and (e) insight intoorganization; the leader: (a) emotional connectedness, (b) openmind, (c) listening, (d) nonconformity, and (e) insight into self

[personal qualities] The manager maintains stability; the leader creates change [outcome]

The manager creates a culture of efficiency; the leader creates aculture of integrity [outcome]


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Project Director Manage the strategic aspects of a large engagement and mitigates any risk

He/ She is a higher ranking manager

Provides a single point of accountability to deliver the project inaccordance with the project commitments,

Has full project authority, within the limits of the established budget andcompany operating policies, to manage and direct assigned projectresources and make decisions regarding the project direction

Establishes the project resource assignments and ensures that the project is

properly managed and staffed Participates in Steering Committee meetings and decisions

Interacts with team members, customer representatives, and all otherproject management roles


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Project Director Cont The principal interactions of project manager role have following

guidelines

o The Acceptor to define scope, establish and maintain a close working relationship, and ensure a joint commitment to the success of the project,

o Delivery Unit Management to keep the project visible, share avenues of responsibility and ensure that the full resources of the company areapplied, as appropriate,

o The Deputy Project Director to address and resolve issues and concerns atthe tactical level.


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Project Initiation

The first phase of project management, the business problem is

identified and business case solution options is defined.Feasibility study is conducted to investigate the likelihood of eachsolution option addressing the business problem and a finalrecommended solution is put forward.

If recommended solution is approved, the project is initiated to

deliver the approved solution.The TERM OF REFERENCE is completed which define the

objectives, scope and structure of the new projectHence the project manager is appointed, who recruite a project

team


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Project Planning

Specification Aim of project what do we want to produce? business case Outputs what do we actually need to get there?; need to be clearly

defined

Quality criteria - what quality the outputs need to be of?; we need thecompleted output to be of certain quality and we need to define whatthat quality is (define using the SMART principle: specific, measurable,achievable, realistic, timely); inputs from customer and stakeholdersare critical here

Once the scope of project has been defined in-terms ofreference, the project enters the detail planning phase.

The value of project planning includes, saving money,saving time, saving many problems

It involve the following activities.


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Project Planning

Specification Cont

Resources: include staff time, particular knowledge or skill sets, money,time.

Management structure: how are we going to manage the work?;

decision makers?; how to share project progress and to whom? Milestones: how to break up the project?; break up the project intodiscrete chunks (WBS); a defined milestone will help to identifywhen each section is completedTolerances: how far can you let the project stray from the defined targets

before sounding the alarm; will help manage the project withoutcontinually seeking guidance from the top executives as to whether youshould carry on


10/22

Project Planning

Dependencies: what need to happen before something else?Understanding dependencies will help understand the impact of changesin any part of the project; internal (within your control); external (outside ofyour control)

Risks: what could go wrong?; what could happen that may affect yourability to deliver the project on time?; what can you do to avoid them? Scheduling: there is something you need to understand about the

schedule, it will be wrong; there is no perfect schedule; get yourexecutives to know that the schedule is not engraved on stone; theyshould expect changes.

Specification Cont


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Project Planning

A statement of the problem, not the solution.Normally contains errors, ambiguities, & misunderstandingsNeed a written definition of requirements and deadlines

Should be clear, complete and rigorous (demanding strict attention to rules and procedures) toeliminate misunderstandings, contradictions, oversight (a mistake resulting frominattention) of technical difficulties

Specification Cont

Aim of project what do we want to produce? business case

Outputs what do we actually need to get there?; need to be clearlydefined


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Project PlanningProject Goals

Identify the stakeholders of the projectStakeholder is any body impacted directly or indirectlyby the project

Establish their needs by interviewing or havingconsolidated meetings

Prioritize stakeholders needsCreate a set of goals that can be easily measured

(may use the SMART technique as)S specificM measurableA achievableR realisticT timely


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Project Planning

Source of problemThe work duplicates or negates work already doneThe deliverable is not appropriateThe time frame is unrealisticThe work depends on work of othersThe resources are not availableThe cost is prohibitive (tending to discourage especially of prices)

StructureTasks that must be accomplishedRelationship of each task to the specificationsWho will do what?When will it be done?


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Project Planning

Project BreakdownBreak project down into a series of taskBreak each task down into subtasksCreate a list of things that need to be delivered to meet the defined

goals

Specify when and how each item must be deliveredContinue until all items are doable and understandableSkills/processes that must be learnedEquipment/supplies that must be orderedPreliminary tests

Sample collectionSample preparationMeasurements

Experimental setupProtocol

Data analysisStatistical Analysis


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Project Planning

Project Breakdown (cont) Sample Collection

Contact supplier (at Tech Farm)Prepare collection materials

Sample containerPreservative (e.g. Sodium Citrate)

Collect samplePerform preliminary quality controlTransport sampleStore sample


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Project PlanningTask Allocation

Assign tasks to specific people (or teams)

Order tasks so that they occur in a logical sequenceMatch tasks to abilities of the teamIdentify by name the individuals with a leading role in the project

and describe roles and responsibilitiesDescribe the number and type of people needed to carryout the

project Include SMEs (subject matter experts) and specific trades of themarket

Allow for flexibilities the team can do sub-planningMatch task with personalities and goals

Person 1 needs more responsibilityPerson 2 needs more detailPerson 3 needs to learn how to use the fluorescent

microscopeOne person (or team) may do multiple tasks (e.g. to reduce

boredom).Do not overspecify


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Project Planning

Time AllocationStart at the bottom of the tree. I.e. sum the time for individual

subtasks to estimate total task time.Times are based on previous experienceThey are always wrong plan accordingly

Example: How long should it take you to reach in the class?Estimate the number of stepsEstimate the time per step


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Project Planning

Project Controls The project control includes.

milestones (clear, unambiguous targets of what, bywhen)

established means of communication

Provide job satisfactionIndicate progress to your supervisorsAllow for quality control checkpontsProvide points of communicationShould distinguish milestones from mill-stones


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Project Planning

Planning StrategyFormulate (come up with ideas, plane, explanation etc) an initial planCheck with team members for

Input on timingReview of tasks and feasibility

Revise the planCheck with your supervisorRevise the planGet consensus of team membersGet supervisor approval


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Project Planning

Quality controlsEstablish gates for transition to the next phase (gate/stage

processes)

Must examine critical parameters

Should not be overly burdensomeWith respect to time requirementsWith respect to costWith respect to what is measured

Leave specifics toward the end


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Project Planning

Planning for unknownsIdentify risky tasks

Have not been done beforeRely on new equipmentDepend on training of personnel

Allow extra margins for risky tasksRehearse risky (and expensive) tasks prior to the real thing


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The End

lec #2 pm life cycle

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